Chief Executive Officer Performance

Desired Outcomes

Key Performance Indicators (2023/24)

1.1 Zero harm to our staff.

1.1.1 Leadership focus on physical and psychological safety with appropriate systems and processes in place to minimise risk to our staff.

1.1.2 Increase in hazard reporting from across the organisation, reflecting an increased focus on health and safety.

1.1.3 Improved reporting of individual hazards and incidents and monitoring of key indicators.

1.2 Improved culture across a reinvigorated organisation.

1.2.1 Increased role clarity through improvements in business planning for teams and in annual setting and periodic monitoring of tasks and targets for individual staff.

1.2.2 Key workflows are optimised to increase productivity and are better documented to improve consistency in application across the organisation.

1.2.3 Digital systems are aligned to business needs and staff are appropriately trained in the use of these systems.

1.2.4 Remaining vacancies arising from the restructure process are filled. Staff induction processes and refresher training are improved.

1.3 Improved culture across a reinvigorated organisation.

1.3.1 Empowered leaders have increased decision-making autonomy across the organisation.

1.3.2 Investment made into building leadership capability in the coordinator cohort.

1.3.3 Improved staff satisfaction as measured through biannual staff survey (with results available in July and January)

1.3.4 Improved staff retention assessed on a rolling 12-month basis.

1.4 A CEO with the skills, knowledge and networks to deliver effective leadership of the organisation.

1.4.1 Personal and professional development plan in place to maintain and enhance skills and experience and to build strong and effective networks.

Desired Outcomes

Key Performance Indicators (2023/24)

2.1 Improvement in the quality of Council’s deliberative engagement processes delivering improved alignment with community needs and aspirations.

2.1.1  Community feedback trending in a positive direction and an improving perception of Council within the community.

2.1.2  Continuous improvement processes in place to build on engagement successes and learn from shortcomings.

2.2 Improvement in the quality of customer service provision.

2.2.1  Key customer service performance metrics established and reported.

2.2.2  More consistent customer experience achieved, aligned to an agreed customer service standard.

2.3 Beneficial community outcomes achieved through the advocacy efforts of Council and Council staff.

2.3.1 Establish an agreed advocacy approach with Council to inform development of the new Council Plan, including establishing a clear, shared understanding of what advocacy means for Council, what the current advocacy priorities are and the desired outcomes from this advocacy 

2.3.2  New relationships established and opportunities explored for collaboration across the region in areas aligned with Council’s advocacy priorities.

2.3.3  Leverage potential benefit of conferences and other opportunities for engagement across the State to increase breadth and depth of network.

2.4 A Council which is well informed and able to effectively deliver for the community.

2.4.1 An effective and professional working relationship is maintained between the CEO and Council, supporting the effective development and evolution of policy, strategy and administration.

Desired Outcomes

Key Performance Indicators (2023/24)

3.1 Council’s strong financial position is maintained.

3.1.1  Advice is provided to Council for the responsible management of Council’s financial and physical assets and workforce.

3.1.2  Opportunities are explored to strengthen Council’s financial position.

3.2 Risks are identified and appropriate managed.

3.2.1  An effective and professional working relationship is maintained with the Audit and Risk Committee, and feedback from the Committee is positive.

3.2.2  Risk Register is reviewed and revised with input from across the organisation, applying a consistent understanding and approach to use of key risk terminology and improving relevance of the register to the operational teams.

3.3 Council decisions are implemented in a timely, accurate and efficient way.

3.3.1 Implementation of Council resolutions and actions arising from adopted plans and strategies is tracked and reported effectively.

3.4 The organisation is responsive to strategic opportunities and challenges.

3.4.1 Emerging issues and opportunities are identified, communicated, and addressed in a way which maximises benefit for our community.

Desired Outcomes

Key Performance Indicators (2023/24)

4.1 The community is led and supported on a journey towards a low emission economy.

4.1.1  A plan is agreed and delivered to offset residual emissions in support of achieving and maintaining the net zero target.

4.1.2  A Community Climate Action Roadmap is developed with the community and a clear plan is agreed with Council to progress implementation of the agreed actions.

4.2 A contemporary Planning Scheme is established, with key gaps addressed.

4.2.1 Amendments resulting from review of the Alpine Planning Scheme are gazetted.

4.3 Our towns are well planned to accommodate the forecast growth in population, including infrastructure and community facilities.

4.3.1 The Land Development Strategy is adopted by Council and associated amendments to the Alpine Planning Scheme are progressed towards gazettal.  

4.3.2  Key building blocks of the strategic planning workplan are clearly communicated, appropriately resourced, and progressed in accordance with the plan.

4.4 Value for the community is delivered through Council’s capital works program.

4.4.1  The capital works team is appropriately resourced to deliver the budgeted program and flexible to adapt to the changing external environment.

4.4.2  Council is kept well briefed on capital works delivery progress and challenges and engaged early in all decisions with potential to impact on the overall outcomes for the community.